In part 1 of this series, I suggested that in order to increase interviewing accuracy beyond the 65% standard of behavioral interviewing, you needed to first ask this question when opening up a new job requisitionContinue Reading →
Archive for Performance-based Interview
At the beginning of a recent corporate recruiter workshop a hiring manager I had worked with previously at LinkedIn, asked if he could tell a Performance-based Hiring interviewing story.Continue Reading →
In their landmark study — First, Break All the Rules: What the World’s Greatest Managers Do Differently — Gallup introduced their Q12 employee engagement survey. The Q12 describes in priority order what the best managers do and need to do to create high performing teams. Number one on the list? “Clarify Expectations Up Front.” Whether you’re a sourcer, recruiter, interviewer, or hiring manager, one way you can live up to this value of providing clear expectations from the get-go is to take the time to fully understand the job you’re trying to fill. And you can start this process before you even write a job description by creating a list of performance objectives for the role. I’ve been doing this throughout my 40+ year career as a recruiter and trainer, including in my very first search project for a plant manager many years ago. In that case, I walked the factory floor and identified the six things a potential hire would need to fix over their first 6-12 months, in order to be considered successful. Here’s how you can clarify expectations for your candidates, plus some examples of how to identify successful performance objectives for the jobs you’re looking to fill: Identify critical performance objectives before writing your job description More recently, in fact just two weeks ago, I worked with a Board consisting of investors and founders for a $150 million food manufacturer who were getting ready to hire a new CEO. After a few hours of wrangling, weContinue Reading →
In my supposed semi-retired state, I’ve been asked to help some PE and VC boards hire a number of C-level officers. Most of the job descriptions sent my way start with the classic laundry list of “must-have” experiences and competencies. As a result, they all get my classic response: “This is not a job description, it’s a person description. Let’s put the person description in the parking lot and first define the work the person needs to do to be considered successful.”Continue Reading →
I’ve long contended that personality style tests like Predictive Index, DISC and Myers-Briggs are inappropriate for screening candidates in or out before they’re interviewed. The problem is that these tests measure preferences, not competencies. More important, most people can modify their preferred style to meet the needs of the situation, something not even considered by these types of questionnaires. As a result, there are just too many false positives and false negatives to make these types of tests good enough for filtering candidates early in the hiring process.Continue Reading →
From the company perspective, one of the biggest disruptors involved replacing generic and skills-heavy job descriptions with the answer to this question: “What does the person taking this job need to do over the course of the first year to be considered both successful and highly satisfied?”
The answer resulted in a list of 6-8 KPOs (key performance objectives) describing the work the person needed to do and its importance.Continue Reading →
Whether a person will accept a job offer, reject it, or back out later should never come as a surprise. Any surprise factor can be avoided as long as you follow some fundamental recruiting techniques.
The most important: Never make an offer you’re not absolutely sure will be accepted.
Underlying this rule is the need to test every component of an offer to determine if the candidate will accept it before formalizing the offer in writing.
Testing can be as simple as asking the candidate if he/she would accept a fair offer and be able to start by a certain date. Any evasiveness is a clue the offer won’t be accepted.
A more formal approach to testing involves getting “yes” answers to the ten following questions. It’s important to note that getting a “no” is not a bad thing. Converting the “no” into a “yes” is called recruiting.Continue Reading →
In the process of writing the 4th edition of Hire with Your Head, my publisher, John Wiley & Sons, Inc., wanted to know what has changed from when the first edition was published in 1997.
Not much, I said. Despite the enormous investment in technology and process improvement, companies still struggle to find enough top-tier talent to fill high-demand positions just like they did 20 years ago; they just struggle differently now.Continue Reading →
My firm was involved in a project last year that started with a call from a talent leader trying to figure out why the company’s hiring managers needed to see so many candidates to make one decent hire. She was under a lot of pressure to get her team to perform since many of these hiring managers were starting to revolt and use external recruiters to get their positions filled.